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KSTAR (Korea Superconducting Tokamak Advanced Research) superconducting magnet consists of a CICC (Cable-In-Conduit Conductor) and is cooled down less than 5 K using supercritical helium. The length of CICC is 610 m for TF coil and maximum about 2,500 m for PF coil respectively, especially the cooling channel is about maximum 300 m in PF coil because of continuous winding scheme. There are many cooling channels in KSTAR coils especially 84 channels in TF magnet system and 100 channels in PF magnet system. Flow imbalance affects cool down of magnet and leads to a difficulty of flow control. The pressure drop between CICC terminals has a close relationship with CICC hydraulic characteristic, helium refrigerator's performance and efficiency. The friction factor which is a representative parameter can be obtained under cryogenic operation condition. We attempt to find out the friction factor of KSTAR CS and PF CICC according to the test result of KSTAR CSMC (Central Solenoid Model Coil) 2nd campaign and compare the results with previous tests. The hydraulic characteristics of KSTAR superconducting magnet system like mass flow distribution, friction factor in conductor, pressure drop and etc during CSMC test and initial commissioning of KSTAR are presented. We can confirm the KSTAR CICC's unique hydraulic behavior in states of cool down and current charging period. Also, we expect that measured data will help to operate KSTAR and be a reference for thermo-hydraulic simulation. [ABSTRACT FROM AUTHOR]

The KSTAR components requiring cryogenic helium coolant for superconducting magnet operations are connected to the helium refrigeration system (HRS) through the helium distribution system (HDS), the final helium distribution station. Twenty eight cryogenic valves including 4 quench protecting valves, many sensors such as temperature sensors, pressure transmitters, and flowmeters are mounted on the system. The HDS has to control the 4.5 K supercritical helium (600 g/s) for 30 superconducting coils and their superconducting bus-lines, 55 K helium (270 g/s) pressurized to 18 bars for the thermal shields and the gravity supports, and a maximum 17.5 g/s of liquid helium for 18 current leads, provided from the HRS which has a 4.5 K equivalent cooling power of 9kW. The helium distribution system consists of a helium distribution box (DB), 5 helium transfer lines, a PLC based helium control system (HCS), etc. The helium control system is connected to the KSTAR supervisory control & interlock system. The detailed status regarding the construction, commissioning during first cool-down, and the instrumentation & control (I&C) system are included in this paper. [ABSTRACT FROM AUTHOR]

The magnet system comprises sixteen toroidal field (TF) coils and fourteen poloidal field (PF) coils for KSTAR (Korea Superconducting Tokamak Advanced Research) Tokamak. All the TF coils and 10 PF coils (PF1~ 5 UL) are made of Nb3 Sn strands and 4 PF coils (PF6 ~ 7 UL) are made of NbTi strands. Before operating the superconducting coils, it is critical to verify the operation conditions such as thermo-hydraulic parameters and stability boundaries. In this regards, the TF model coil and CSMC (Central Solenoid Model Coil) have been tested and the operating conditions have been analyzed. Before cool down, parameters such as helium flow through conduits, electrical insulation and coil geometry have been measured at room temperature to confirm the manufacturing soundness. During cool down and current charging, thermo-hydraulic and mechanical parameters by using mechanical sensors have been measured. Also measured was the magnetic field strength in various positions of the coil conductor. Measured data have been analyzed and the results have been compared with the model analysis by simulation code. [ABSTRACT FROM AUTHOR]

The Korea Superconducting Tokamak Advanced Research (KSTAR) device requires R&D of 20-30 kA overloaded current leads (OCL) for the superconducting poloidal field (PF) magnet. The PF magnet is under zero current state for a very long time, as it is often the case for superconducting magnets used in nuclear fusion. In such case, a simple approach to reduce the cryogenic load would be to design the current leads to be overloaded. Two main problems in this R&D area are the reduction of the cryogenic heat load and the temperature rise due to the current overloading. In this paper, the current overloading tests and results of the numerical analysis for brass leads are presented and discussed in detail. [ABSTRACT FROM AUTHOR]

The Korea superconducting tokamak advanced research (KSTAR), which is under construction at the National Fusion R&D Center, Korea Basic Science Institute, Daejeon, Korea, has the mission to develop a steady-state capable advanced superconducting tokamak to establish the scientific and technological bases for a fusion reactor. After an intensive R&D program, substantial progress of the KSTAR tokamak engineering had been made on major tokamak structures, superconducting magnets, in-vessel components, diagnostic system, heating system, and power supplies with industrial manufacturers by May 2002. The engineering design has been elaborated to the extent necessary to allow a realistic assessment of its feasibility, performance, and cost. Since May 2003, the project has been in the phase of procurement. The fabrication of main tokamak structure such as vacuum vessel, cryostat, and supporting structures is well progressed. The manufacturing work of superconducting coils is also proceeding favorably. The tokaniak assembly started in July 2003 after site preparation and assembly jig. The start of commissioning is scheduled for June 2006. This paper describes the key features and engineering progress of the KSTAR tokamak and elaborates the work currently underway. [ABSTRACT FROM AUTHOR]

A simple-but-efficient calibration-spur reduction technique is introduced that utilises the digital-and-analogue hybrid return-to-zero (HRZ) method in a current-steering DAC employing a roundrobin- fashioned background current-source calibration scheme. A simulation with a 12 b 500 MS/s current-steering DAC showed 9.9 and 7.8 dB improvements in the spur-free dynamic range and signalto-noise + distortion ratio, respectively, owing to the reduced calibration spur by the proposed HRZ technique. [ABSTRACT FROM AUTHOR]

Several new antibacterial agents are currently being developed in response to the emergence of bacterial resistance to existing antibiotic substances. The new agents include compounds that interfere with bacterial membrane function. The peptidoglycan component of the bacterial cell wall is synthesized by glutamate racemase, and this enzyme is responsible for the biosynthesis of d-glutamate, which is an essential component of cell wall peptidoglycan. In this study, we screened a phage display library expressing random dodecapeptides on the surface of bacteriophage against an Escherichia coli glutamate racemase, and isolated specific peptide sequences that bind to the enzyme. Twenty-seven positive phage clones were analyzed, and seven different peptide sequences were obtained. Among them, the peptide sequence His-Pro-Trp-His-Lys-Lys-His-Pro-Asp-Arg-Lys-Thr was found most frequently, suggesting that this peptide might have the highest affinity to glutamate racemase. The positive phage clones and HPWHKKHPDRKT synthetic peptide were able to inhibit glutamate racemase activity in vitro, implying that our peptide inhibitors may be utilized for the molecular design of new potential antibacterial agents targeting cell wall synthesis.

Identifying which business ideas have real commercial potential is fraught with uncertainty, and even the most admired companies have stumbled. It's not as if they don't know what the challenges of innovation are. A new product has to offer customers exceptional utility at an attractive price, and the company must be able to deliver it at a tidy profit. But the uncertainties surrounding innovation are so great that even the most insightful managers have a hard time evaluating the commercial readiness of new business ideas. In this article, W. Chan Kim and Renée Mauborgne introduce three tools that managers can use to help strip away some of that uncertainty. The first tool, "the buyer utility map," indicates how likely it is that customers will be attracted to a new business idea. The second, "the price corridor of the mass," identifies what price will unlock the greatest number of customers. And the third tool, "the business model guide," offers a framework for figuring out whether and how a company can profitably deliver the new idea at the targeted price. Applying the tools, though, is not the end of the story. Many innovations have to overcome adoption hurdles--strong resistance from stakeholders inside and outside the company. Often overlooked in the planning process, adoption hurdles can make or break the commercial viability of even the most powerful new ideas. The authors conclude by discussing how managers can head off negative reactions from stakeholders.

Most companies focus on matching and beating their rivals. As a result, their strategies tend to take on similar dimensions. What ensues is head-to-head competition based largely on incremental improvements in cost, quality, or both. The authors have studied how innovative companies break free from the competitive pack by staking out fundamentally new market space--that is, by creating products or services for which there are no direct competitors. This path to value innovation requires a different competitive mind-set and a systematic way of looking for opportunities. Instead of looking within the conventional boundaries that define how an industry competes, managers can look methodically across them. By so doing, they can find unoccupied territory that represents real value innovation. Rather than looking at competitors within their own industry, for example, managers can ask why customers make the trade-off between substitute products or services. Home Depot, for example, looked across the substitutes serving home improvement needs. Intuit looked across the substitutes available to individuals managing their personal finances. In both cases, powerful insights were derived from looking at familiar data from a new perspective. Similar insights can be gleaned by looking across strategic groups within an industry; across buyer groups; across complementary product and service offerings; across the functional-emotional orientation of an industry; and even across time. To help readers explore new market space systematically, the authors developed a tool, the value curve, that can be used to represent visually a range of value propositions.

Recurrent zoster myelitis is quite rare. We present a previously healthy 27-year-old woman who developed recurrent attacks of myelopathy shortly after the characteristic skin rashes of herpes zoster. Magnetic resonance imaging studies demonstrated each lesion in the spinal cord at the same segments as the skin lesions. She had two attacks at opposite sites at the same spinal cord level and complete recovery after being treated with intravenous acyclovir. We suspect that direct invasion of varicella zoster virus was the cause of recurrent myelopathy in our patient.

Unlike the traditional factors of production--land, labor, and capital--knowledge is a resource that can't be forced out of people. But creating and sharing knowledge is essential to fostering innovation, the key challenge of the knowledge-based economy. To create a climate in which employees volunteer their creativity and expertise, managers need to look beyond the traditional tools at their disposal. They need to build trust. The authors have studied the links between trust, idea sharing, and corporate performance for more than a decade. They have explored the question of why managers of local subsidiaries so often fail to share information with executives at headquarters. They have studied the dynamics of idea sharing in product development teams, joint ventures, supplier partnerships, and corporate transformations. They offer an explanation for why people resist change even when it would benefit them directly. In every case, the decisive factor was what the authors call fair process--fairness in the way a company makes and executes decisions. The elements of fair process are simple: Engage people's input in decisions that directly affect them. Explain why decisions are made the way they are. Make clear what will be expected of employees after the changes are made. Fair process may sound like a soft issue, but it is crucial to building trust and unlocking ideas. Without it, people are apt to withhold their full cooperation and their creativity. The results are costly: ideas that never see daylight and initiatives that are never seized.

Why are some companies able to sustain high growth in revenues and profits--and others are not? To answer that question, the authors, both of INSEAD, spent five years studying more than 30 companies around the world. They found that the difference between the high-growth companies and their less successful competitors was in each group's assumptions about strategy. Managers of the less successful companies followed conventional strategic logic. Managers of the high-growth companies followed what the authors call the logic of value innovation. Conventional strategic logic and value innovation differ along the basic dimensions of strategy. Many companies take their industry's conditions as given; value innovators don't. Many companies let competitors set the parameters of their strategic thinking; value innovators do not use rivals as benchmarks. Rather than focus on the differences among customers, value innovators look for what customers value in common. Rather than view opportunities through the lens of existing assets and capabilities, value innovators ask, What if we start anew? The authors tell the story of the French hotelier Accor, which discarded the notion of what a hotel is supposed to look like in order to offer what most customers want: a good night's sleep at a low price. And Virgin Atlantic challenged industry conventions by eliminating first-class service and channeling savings into innovations for business-class passengers. Those companies didn't set out to build advantages over the competition, but they ended up achieving the greatest competitive advantages.

An edited summary of an Interdepartmental Conference arranged by the Department of Medicine, UCLA School of Medicine, Los Angeles. William M. Pardridge, MD, Associate Professor of Medicine, is Director of Conferences.